Abstract
In our experience, we usually find training and development practitioners working with the best of intentions. However, some have not clarified their real intentions or client needs. Others seem to be working under severe organisational constraints, or using inappropriate teaching methods, or presenting topics which do not improve partici pant's capacities to manage purposefully in organisations. We recognise a number of the difficulties in the highly com plex, problematic process of management training. Some of these problems reside in the participants and the organisa tional context (a term we will discuss more fully below), and others reside in the person and the role requirements of the management trainer. We will use the designation 'management trainer' throughout for simpler expression, although we fully appreciate that man y activities concerned with fostering the training, education and development of managers are carried out by Personnel, Internal Consultancy and other specialist staff, as well as by managers them selves.
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